Best practices for selecting a team to pilot software
Pamela RobbStrategic Program/Project Leader| E2M Project Management PartnersSterling, Va, United States
Would anyone like to share best practices for choosing a team to pilot software when you are working with a global roll out? I will be working on a time-entry software implementation and we will have a pilot. Because I have 14 offices around the globe to contend with I want to get a good representation but balance it with mimimal impact to operations should we run into issues (and we will I am sure!)
What should I look for in my pilot team members? Should I make sure they are already excited about the change or should have some folks who are a little resistant?
My inclination is to have computer literate individuals who are excited about the change (we will be going from 2 antiquated systems to one highly mobile one) in who represent each one of the 14 offices. I don't want them to have functions or be billing for projects/matters that are too critical in case there is a problem.
What would you add? Have I missed the mark? Saving Changes...
Hi:
Great opportunity; atta girl!! Just the mere mention of the retirement of another legacy system or two brings a big smile to my face.
So, just a few questions, comments and tips from the trenches:
Do you have a project charter done yet? Have you met with your sponsor, business lead, and team/stakeholders to understand their expectations? Also, if you have a steering committee they may wish to weigh in also. Nail down those expectations up front; building relationships up front will go long way to build trust.
Just a little hint: a big job you will have right up front is to tell, sell and motivate your team members to achieve the goals of the project all along the way. Expect resistance from some (late adopters); celebrate (be happy) that you will have those (early adopters) that will embrace the change. Get acqainted with your team; a little emotional intelligence will go a long way to better understand who your cheerleaders, heros, and heel draggers are right away. Listen and observe others; it will communicate volumes. Remember, the greatest challenge with a project is not the technology; its the people.
Normally, the business will choose the business pilot team members and the PM may get assigned team members or get to choose the project team members. Skillset are important but it may not be the first consideration; your resources can be trained or come up to speed. Most project teams for these kinds of projects will have a makeup of IT infrastructure, network, web developer, architect, and help desk. You may have some wearing multiple hats. The business team may have a business analyst lead, budget analyst, contract analyst as well as representatives from each division that represents the critical business functions. Don't forget the importance of the change control group/committee also.
The business pilot members are normally very familiar with their business processes and current system but don't necessarily need to be from each site. They may have helped develop the requirements and would be very helpful to develop the test scripts.
Also, if available you should include a change management, training and marketing team member to help communicate the change, develop training materials and be in charge of the marketing and branding.
Besides the team makeup ; choose your virtual communication tools wisely.
Hope this helps. Keep us informed on how its going. Saving Changes...
Personally, I'd make sure to include in the pilot team the most pen-and-paper, change-resistant, technology-hater you can find (ask around - there is one such person in every company and everybody knows who he is). You will then spend 80% of your time managing this one person, trying to convince him that your software really can make his life easier. He'll never admit it of course, but if you can at least get him to say that the new system isn't worse than the previous one, you've won - a simple statement like this will cascade down domino-like on every other person that's slightly dubious about your change.
As for those that are excited about the change, you've got them in your pocket already - don't waste time trying to convince them even further, instead use them as evangelists to help spread your communication. Saving Changes...
Just a note that I have already done this type of implementation but not worldwide. I deployed a time-keeping application across a dozen states and 90 stores. All electronic. The pilot install location and team? 2 stores then 5 stores then all stores. Personnel managers or those who are responsible for time entry approval. I also had one expert who was now corporate but originally was a personnel manager. The expert was also part of the project from day 1. Don't forget the legal area to cover those types issues that crop up .Trust me, personnel managers and supervisors tell people anything to keep payroll down. The system I implemented mimicked the paper time card in practice and vocabulary. Don't get creative in terminology. It's a simple task.
A word from the wounded, be ready for the attacks from mid to upper level managers who accuse your system of changing time entries when actually the systems are telling the truth for probably the first time. Expect your firm to have to "make some people right" as you find some violations of your companys overtime calculations. I will leave it at that. Saving Changes...
Darth Vader, oops I mean Harold C. glad you joined us. Great insight from the "dark side" Couldn't resist.:) May the force be with Pamela! Saving Changes...
Mark DyslinHR Project Leader| Xerox Business Services LLCDallas, Tx, United States
I would agree with Julien and suggest taking that a bit further: get that person in on the design phase as well. That way they have a say (satisfies that control thing) in the beginning, but more importantly, they have to sell the merits of the new system as well. Badda bing, badda boom, you have curmudgeon transformed into a productive team member who is has to jump up out of the trenches and extoll the virtues of the new application.
I've done this on a couple of implementation project and it has worked marvelously. One other added benefit: in both cases the curmudgeon also happened to be the most knowledgeable. Saving Changes...
Frank ValdiviaDirector of Analytics| Heifer InternationalShoreview, Mn, United States
We deployed O365 for 30countries in Asia, Africa and America and, together with the business, for the pilot countries we selected one in each continent and look for the most "average" countries in terms of challenges, resources, size, participation.
There were specific countries with very particular challenges and we dedicated 1-1 time with those countries to make sure the project was a success.
I hope it helps Saving Changes...
